Transcript Organizational Change

Organizational
Change
Chapter Fourteen
McGraw-Hill/Irwin
Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved.
FBI Overcomes Resistance to Change
FBI staff resisted changing from
a reactive law enforcement
agency to a proactive domestic
intelligence agency.
Change is now occurring at the
FBI through extensive
communication, training, and
realignment of systems and
structures.
14-2
Lewin’s Force Field Analysis Model
A systems perspective of change
developed by social psychologist Kurt
Lewin
Restraining
Forces
Unfreezing and refreezing




Occur by altering driving and restraining
forces
Generate urgency to change
Address sources of resistance
New systems/structures refreeze desired
conditions
Driving
Forces
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Force Field Analysis Model
Restraining
Forces
Desired
Conditions
Restraining
Forces
Restraining
Forces
Driving
Forces
Driving
Forces
Current
Conditions
Driving
Forces
Before
Change
During
Change
After
Change
14-4
Sources of/Overcoming
Resistance to
Organizational Change
Organizational Change
McGraw-Hill/Irwin
Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved.
Sources of Resistance to Change
Direct costs


Losing something of value due to
change
FBI’s new intelligence mandate
would reduce status in law
enforcement
Saving face


Accepting change acknowledges
own imperfection, past
wrongdoing
New FBI mandate acknowledges
value of CIA work (source of past
turf wars)
14-6
Sources of Resistance to Change
(con’t)
Fear of the unknown


Risk of personal loss
Concern about being unable to
adjust
Breaking routines


Organizational unlearning is part of
change process
But past practices/habits are
valued by employees due to
comfort, low cognitive effort
14-7
Sources of Resistance to Change
(con’t)
Incongruent organizational
systems


Systems/structures reinforce
status quo
FBI career, reward, power,
communication systems
supported law enforcement, not
intelligence
Incongruent team dynamics

Norms contrary to desired
change
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Creating an Urgency for Change
Inform employees about driving forces
Most difficult when organization is doing well
Must be real, not contrived
Customer-driven change


Adverse consequences for firm
Human element energizes employees
14-9
Minimizing Resistance to Change
Communication




Highest priority and first strategy
for change
Improves urgency to change
Reduces uncertainty (fear of
unknown)
Problems -- time consuming and
costly
14-10
Minimizing Resistance to Change
Communication
Learning




Provides new knowledge and
skills
Includes coaching and action
learning
Helps break old routines and
adopt new roles
Problems -- potentially time
consuming and costly
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Minimizing Resistance to Change
Communication

Learning

Employee
Involvement


Increases ownership of change
Helps saving face and reducing
fear of unknown
Includes task forces, future
search events
Problems -- time-consuming,
potential conflict
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Minimizing Resistance to Change
Communication

Learning

Employee
Involvement
Stress
Management

When communication, training, and
involvement do not resolve stress
Potential benefits
 More motivation to change
 Less fear of unknown
 Fewer direct costs
Problems -- time-consuming,
expensive, doesn’t help everyone
14-13
Minimizing Resistance to Change
Communication
Learning
Employee
Involvement
Stress
Management
Negotiation



When people clearly lose
something and won’t otherwise
support change
Influence by exchange-- reduces
direct costs
Problems
• Expensive
• Gains compliance, not
commitment
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Minimizing Resistance to Change
Communication
Learning
Employee
Involvement
Stress
Management
Negotiation

When all else fails

Assertive influence


Firing people -- radical form of
“unlearning”
Problems
• Reduces trust
• May create more subtle
resistance
Coercion
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Refreezing the Desired Conditions
Realigning organizational systems and team
dynamics with the desired changes

Alter rewards to reinforce new behaviors

Feedback systems
—
—
Help employees learn how they are doing
Provide support for the new behavior patterns
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Strategic Vision & Change
 Need
a vision of the desired future state
 Identifies
critical success factors for change
 Minimizes
employee fear of the unknown
 Clarifies
role perceptions
14-17
Change Agents
Change agents apply transformational leadership




Help develop a vision
Communicate the vision
Act consistently with the vision
Build commitment to the vision
Also apply transactional leadership

Aligning employee behavior through rewards, resources,
feedback ,etc.
14-18
Three Approaches
to Organizational
Change
Organizational Change
McGraw-Hill/Irwin
Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved.
Action Research Approach
Change needs both action and research
focus
Action orientation

Solve problems and change the organizational
system
Research orientation


Concepts guide the change
Data needed to diagnose problem, identify
intervention, evaluate change
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Action Research Process
Establish
clientconsultant
relations
Diagnose
need for
change
Introduce
intervention
Evaluate/
stabilize
change
Disengage
consultant’s
services
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Appreciative Inquiry at Canadian Tire
Canadian Tire relied on appreciative inquiry by asking staff to describe
events that have made the retailer successful. The company’s core
values were then rebuilt around those positive experiences. Store
employees were also involved in an appreciative inquiry exercise to
reinforce these values.
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Appreciative Inquiry Approach


Directs participants’ attention away from problems and towards
the group’s potential and positive elements.
Reframes relationships around the positive rather than being
problem oriented
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Four-D Model of Appreciative Inquiry
Discovery
Dreaming
Designing
Delivering
Discovering
the best of
“what is
Forming
ideas about
“what might
be”
Engaging in
dialogue
about “what
should be”
Developing
objectives
about “what
will be”
14-24
Parallel Learning Structure Approach
Highly participative social structures
Members representative across the formal
hierarchy
Sufficiently free from firm’s constraints
Develop solutions for organizational change which
are then applied back into the larger organization
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Parallel Learning Structures
Parallel
Structure
Organization
14-26
Cross-Cultural and Ethical Concerns
Cross-Cultural Concerns

Linear and open conflict assumptions different
from values in some cultures
Ethical Concerns



Privacy rights of individuals
Management power
Individuals’ self-esteem
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Organizations are About People
“Take away my people, but leave my factories, and
soon grass will grow on the factory floors. Take
away my factories, but leave my people, and soon
we will have a new and better factory.”
Andrew Carnegie (1835-1919)
14-28
Organizational
Change
Chapter Fourteen
McGraw-Hill/Irwin
Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved.